ADVERSE IMPACT: states that the % of minorities must be at least 4/5ths of non-minorities selected; UNFAIRNESS: occurs when there are differences on predictor test scores for minorities and non-minorities that don't correspond w/criterion scores; DIFFERENTIAL VALIDITY: occurs when ther are substantively different criterion-related validity coeifficients for different ethnic groups (rarely occurs--past findings due to low sample size)

Job Analysis vs. Job Evaluation

JOB ANALYSIS: describes what must be done on a job; JOB EVALUATION: process for determining the financial worth of a job

BARS: based on critical incidents related to successful job performance, expensive and time-consuming, hypothetical rather than actual activities; BOS: rates extent to which person engages in everyday behavior (real life)

Forced Choice vs. Paired Comparisons vs. Forced Distribution

FORCED CHOICE (individual): rater must choose between two seemingly equally desirable choices; PAIRED COMPARISONS (comparative): each employee is compared to every other in pairs; FORCED DISTRIBUTION (comparative): people are ranked to fit a distribution (few at top and bottom, most in middle)

HERZBERG'S TWO FACTOR THEORY: aka Motivator-Hygiene Theory: UPPER LEVEL NEEDS= hygiene factors/dissatiifiers, CONTEXT, pay, working conditions, supervision, result in dissatisfaction when not met but do NOT produce satisfaction and LOWER LEVEL NEEDS=motivators/satisfiers, CONTENT, include needs for achievement, responsibility, opportunity etc., results in satisfaction when needs are met but will NOT produce dissatisfaction

LOCKE'S GOAL SETTING APROACH: goals should be specific, of intermediate to high level of difficulty, workers must receive feedback, a sense of self-efficacy will increase performance, and employees must accept the goals

VIE Theory vs. Equity Theory

VROOM'S VALENCE-INSTRUMENTALITY-EXPECTANCY (VIE) THEORY: aka General Expectancy Theory, people behave in ways based on perceived expectancy that certain rewards will follow; ADAM'S EQUITY THEORY: looks at ratio of self-input/outcome vs others' input/outcome, equity is a motivating state and we adjust our performance based on things appearing fair/unfair

QUALITY-OF-WORK-LIFE PROGRAMS (QWL): participative programs to improve quality of work life, workers meet in weekly teams to discuss problems, greater effect on satisfaction than performance; QUALITY CONTROL CIRCLES (QCC): concrend with specific ways to improve finished product and level of production->goal is improved quantity and quality of production, consists of 7-10 employees from one department and typically impacts only the organizational unit (not the whole company), results in increased production and satisfaction and less absenteeism/turnover

Organizational Development (OD)

A focus on total organizational change and on systematic ways to bring about planned change; systems approach w/outside consultants; organization, group and individual level interventions

Centralized vs. Decentralized Communication

CENTRALIZED COMMUNICATION: like wheel/chain w/one person in the middle, best for simple tasks and result in fairly rapid communication; DECENTRALIZED COMMUNICATION: like a pinwheel/star, all members can communicate, best for problem-solving, communication tasks, but slower process, more satisfaction

Risky Shift vs. Response Polarization vs. Groupthink

RISKY SHIFT: tendency for people in groups to make riskier decisions than as individuals; RESPONSE POLARIZATION: aka Group Polarization, tendency for people in groups to become more extreme in their views; GROUPTHINK: highly cohesive groups w/members seeking concurrence, consensus, and unanimity more than they seek the best possible alternative--lose critical evaluative capacities

Compressed Work Week vs. Flextime

COMPRESSED WORK WEEK: utilized by about 20% of workforce, result in decreased anxiety, turnover, and increased satisfaction, drawbacks can include fatigue and customer dissatisfaction, mixed effect on productivity; FLEXTIME: utilized by about 40% of workforce, findings are mixed, may increase morale and productivity and decrease lateness, absenteeism, and turnover

Noise in the Workplace

People can adapt to constant/continuous noises w/intermittent noise being more distracting; perception of ability to control noise may be more important than actual ability to control noise

Most Stressed Workers

Night shift workers--the longer the workday or workweek, the lower the productivity; ROTATING SHIFTS are the most detrimental to health with increased error and decreased output